FROM DIVERSITY TO INCLUSION: A THEORETICAL REAPPRAISAL OF HRM PARADIGM SHIFTS IN NIGERIAN EMPLOYEE RELATIONS

This paper studies the mediating role of inclusion in the relationship between workforce
diversity and employee relations outcomes, focusing on African organisations, particularly in
Nigeria. Drawing on organisational justice theory, social exchange theory, and social identity
theory, the paper develops a conceptual framework to examine how inclusion fosters
belonging, fairness, reciprocity, and employee voice, thereby realising the relational potential
of diversity. Inclusive HRM systems and participatory structures are identified as essential
enablers of diversity‘s effectiveness. By critically reassessing the traditional diversity
management paradigm, this research stresses the need to cultivate welcoming work
environments that encourage a sense of belonging. The results add to the dialogue on diversity
and inclusion in HRM by providing perspectives for organisations working to develop more
diverse and fair workplaces in Africa. The paper recommends that Nigerian organisations
integrate inclusion into their diversity approaches to improve legitimacy, cohesion, and
performance, and presents a thorough theoretical model for future empirical testing of the
mediating mechanisms.